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Designing energetic organisationsO RG AN I SAT I O N S D E S I G N

LOTHAR WENZL

Why is this relevant?

• 2/3-3/4 of the world‘s staff is not emotionally committed totheir organisation*

• Burnouts, business diseases,… are rising• People (above all in the industrialized countries) are more

and more searching for meaning• …

(Towers Perrin: Global Workforce Study 2009, Zukunftsinstitut 2011, Deloitte et al)

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Definitionen für Org Design• Everything that defines the game of the organisation.

• „A systems approach to arranging how to do the worknecessary to effectively achieve a (business and/or societal) purpose and strategy whilst delivering high qualitycustomer and employee experience“ (N. Stanford)

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Design and culture

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Corporate culture

principles

Forms behaviour

4 Principles:

• 1/Commitment: Expectations are committed within teams and ranked against the contributions at

the end of year -> basis for salary increase

• 2/Waterline: responsibility is key, everyone decides what he can be responsible for alone – above the

waterline

• 3/Fairness: „We try to be fair“…with all Stakeholders… gain trust in the market…

• 4/Freedom: for „my personal development“. Everyone has an expert leader and a sponsor (=Mentor, is

chosen worldwide)

Rule for Innovation: „who can win and get the commitment of x collegues for an innovation

project does not need any further approval"

No organizational units with more than 150 employees5

• Customer comes first -> Every employee is obliged to exceed customers needs

• Joy at Work, Teamspirit

• Best Practice of a positive Organisation

• It's all about celebration: Parties in the Company, Games,… everywhere

• Value Nr.3: "Create fun and little weirdness"

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„People are adults, take full responsibiliy in their private life. Why not in our

company? – because we treat them like kids.“

• Principles: responsibility, leadership, time control, transparency, fairness

• Rule: „It is a thousand times better to ask for forgiveness afterwards than for

approval upfront"

• Survival Manual

• Result orientiation

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• Principles: responsibility, entreprenuership, decentralisation

• Relative goals

• No budgets

• Hierarchy is turned upside down: the HQ is a service function, no overruling

• Collective bonuses – no ex-ante-incentive – ex post rewards only

• Only one KPI: Cost Income Ratio

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• We work time and place independent

• Trust instead of control

• Output instead of presence

• Leadership instead of management

• Collaborate and work with clear goals and objectives

• Guidance instead of rules

• Dialogue versus sending in one way direction

• Use the right tools for the right job

• Share everything you do

• Take responsibility

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10 Work Principles

Criterias for Organisation-Design

• flexible

• minimum critical

• horizontal rather than vertical – outside in

• energy in focus

• principles based

• designing the corporate culture on the basis von principles in the

direction of the desired state

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Forms of Organisations

Sharing Social Entrepreneurship

State Capitalism

People Power

Open Source

Connectors11

Shared Space

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Shared Space

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Shared Space

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Recommendations for positive organizations

• Leadership is decisive

• Focus on strenghts, resources, successes and positive deviation.

• Forms, strenghtening team performance, no indivudal incentives.

• Make decisions as close to the customer as possible.

• Principles instead of rules – reduce bureuacracy to a minimum.

• Foster responsibility for the organisation

• Focus on evidence.

• Transparency. Consequence. Consistency.

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Think Big

Start small

Move Fast